Zimbabwe Cross Border Traders Association STRATEGY … · Zimbabwe Cross Border Traders Association...

Zimbabwe Cross Border Traders Association

STRATEGY (2016 – 2018)

Validated on July, 2015

This strategy is developed by the International Trade Center within the Trade and Private Sector Development programme funded by the European Union

ZCBTA STRATEGY (2016 – 2018)

FORE WORD I am privileged to present to you the third strategic plan for the Zimbabwe Cross Border Traders

Association (ZCBTA) since its formation on the 16th of April, 2000. On behalf of the board let me

start by expressing ZCBTA’s sincere gratitude to all the members who participated in the

formulation process, to the EU and ITC for the financial and technical assistance (respectively),

as well as the parent Ministry of SMED for the unstinting support.

Special mention is hereby made to the Consultant Eric Zinyengere and ZCBTA volunteers for

doing a sterling job in preparing the background research document which informed the

strategy formulation.

This strategic plan was produced at a time when the Association has survived numerous

challenges, chief among them being lack of funding for its huge advocacy agenda. This was

compounded by the prevailing policy framework which did not support institutionalization of

small scale traders as all policy incentives which ZCBTA secured at national and regional are

open to organized and unorganized traders thus removing need for traders to affiliate to

organized structures.

Credit must be given to the visionaries and volunteers who remained committed to the cause

despite these seemingly insurmountable challenges. While we have come a long way and made

significant foot prints on the policy terrain at national, regional and continental levels, there is a

tall order ahead for the sector. Based on the enthusiasm and robust interactions which

manifested themselves in the formulation process, I believe ZCBTA will rise to the occasion.

May I close by appealing to all members to take ownership and use this document to put

shoulder to the grinding stone so that the vision we have set for ourselves will be achieved.

Mr. AUGUSTINE HAPPIUS TAWANDA SECRETARY GENERAL

of 22 Trade and Private Sector Development Programme funded by the European Union.


Contents

1. BACKGROUND ....................................................................................................................................... 4

2. ZCBTA STRATEGIC FOUNDATION [MISSION, VISION AND VALUES] ...................................................... 4

2.1. Mission ........................................................................................................................................... 4

2.2. Vision .............................................................................................................................................. 4

2.3. Values (“ITAI") ................................................................................................................................ 4

3. SITUATION ASSESSMENT ....................................................................................................................... 4

3.1. Profile of an Informal Cross Border Trader (ICBT) .......................................................................... 4

3.2. Strategic landscape – key assumptions for ZCBTA moving forward .............................................. 6

3.3. Strategic issues affecting ZCBTA ..................................................................................................... 6

3.4. Evaluating ZCBTA around the strategic issues ................................................................................ 7

4. STRATEGY WORKINGS ........................................................................................................................... 8

4.1. Focus Goal ...................................................................................................................................... 8

4.2. Strategic Objectives ........................................................................................................................ 9

4.3. Strategic Context: ZCBTA Operating Model Canvas ..................................................................... 10

4.4. STRATEGY EXECUTION .................................................................................................................. 11

5. CONCLUSION ....................................................................................................................................... 11

6. APPENDICES ......................................................................................................................................... 12

6.1. Appendix A - Trade Processes ..................................................................................................... 13

6.2. Appendix B – Objective Implementation Plans ............................................................................ 14

6.3. Summary of Strategic Plan ........................................................................................................... 21

END OF DOCUMENT .................................................................................................................................... 22



1. BACKGROUND ZCBTA last developed a strategic plan in 2009 which ended in 2014, thus precipitating the need for a new strategic plan. As part of this process, In 2014 an EU funded participatory research was conducted with the technical assistance of ITC to establish the state of Cross Border Trade in Zimbabwe. Taking into considerations the findings of this research and with support from ITC and EU, ZCBTA has developed the three year (2016 – 2018) strategic plan as outlined in this report.

2. ZCBTA STRATEGIC FOUNDATION [MISSION, VISION AND VALUES] The Strategic foundations for ZCBTA, were discussed and simplified to allow for better understanding and to guide all further discussions on strategy. The mission, vision and values came out of the workshop as follows:

2.1. Mission “To enhance the capacity of affiliated traders through provision of services and advocating

for an enabling environment.”

2.2. Vision “High standards of living and conducive trading conditions for all traders.”

2.3. Values (“ITAI") • Integrity: It shows that we are apolitical; gives legacy; maintains focus and dignity. • Teamwork: Participation; equal opportunity and unity. • Accountability: To be a custodian and answerable to all traceable financial transactions of

the Association. • Inclusiveness: Working together with all stakeholders to the marginalised trader in the

grassroots.

3. SITUATION ASSESSMENT A situation assessment of the current operating environment, the state of activities at ZCBTA and who ZCBTA is serving was conducted so as to provide clarity on where to start planning from.

3.1. Profile of an Informal Cross Border Trader (ICBT) In understanding the current situation it is critical for us to have a clear picture of who the Informal Cross Border Trader is, this was done using three key components as defined below:

JOBS - Jobs describe the things ICBTs are trying to get done in their work or in their life. A job could be the tasks they are trying to perform and complete, the problems they are trying to solve, or the needs they are trying to satisfy.



PAINS - Pains describe anything that annoys ICBTs before, during, and after trying to get a job done or simply prevents them from getting a job done. Pains also describe risks, that is, potential bad outcomes, related to getting a job done badly or not at all.

GAINS - Gains describe the outcomes and benefits ICBTs want. Some gains are required, expected, or desired by ICBTs, and some would surprise them.

NB: Please see the inbound and outbound process of cross border trading in ‘Appendix A’ which aided the development of this profile.



3.2. Strategic landscape – key assumptions for ZCBTA moving forward Assumptions around the operating environment were also defined so as to guide the planning process.

Area Environmental Assumptions

Political • Political Stability • Attraction of political parties to grassroots organizations especially elections

coming in 2018

Economic • Individual buyers are a significant component of the economy • Growth of informal sector due to economic hardships

Social • Multiple associations targeting the informal sector

Legal • Government encouraging growth of SMME and formalization • Over securitization in the country (police roadblocks etc.) • Increasing cost of compliance due to reduced government sources of income

(Agriculture approvals) • Cumbersome process to meet legal requirements of doing business

Technological • Increased access to information having networks technology advancement to share information (website, social media etc.)

• High mobile penetration • Smart money

3.3. Strategic issues affecting ZCBTA Following from the research conducted on the state of Cross Border Trade in Zimbabwe and the Profile of an ICBT, 7 key areas have been identified as critical for ZCBTA to focus on.

1. Business Linkages

2. Lobbying and Advocacy

3. Membership

4. Funding

5. Services

6. Awareness

7. Administration



3.4. Evaluating ZCBTA around the strategic issues In order to get a full picture of where ZCBTA is today, an evaluation of the successes and challenges in each of the identifed 7 areas was conducted including a rating out of 100% as to current state for ZCBTA, this is detailed below:

Areas Positives Challenges Business Linkages • Ability to mobilise members and

other stakeholders • Influential and good

communication • Quick in identifying

opportunities or openings (STR) • Strong Negotiations Skills

• Failure to put into practice what has been learnt • Lack of finance or capital • Not fulfilling plans on the ground • Not focused on agreed activities or plans • Poor clarity on goals • Failure to benefit members from available

opportunities Lobbying and Advocacy

• Successes in getting STR, Visa applications

• Recognition of ZCBTA • Research conducted • Occupying advocacy spaces

• Funding • Trader Education • Skills and technical expertise for advocacy • Unsuccessful in getting Traders VAT Rebate, STR

at Beitbridge, Bulk Permit, VISAs (SA), Logistics and Warehousing, STR

• Have not been able to move towards formalisation (Registered Operator Status)

• No Institutionalisation of Advocacy work within ZCBTA

Membership Good representation in provinces (70 chapters) • membership exposure to

different forums and programmes

• Over 7000 members in the

• Affiliate membership is low • Poor service delivery to members • Communication between branches and national

office is poor • Failure to mobilise the bulk of the target

members



Areas Positives Challenges database

• Identification card / SAC in place for members

• Low uptake of SAC

Funding • Good financial policy procedure manual

• Networked with various financial institutions (SAC, Mukando)

• Loan Facilitation • Auditable financial reports • Record keeping is up to date • Networked with regional &

international bodies (ITC, EU,COMESA, MS, SADC,etc)

• Lack of initial capital outlay to initiate some programmes

• Affected by macro-economic conditions at national level

• Status as an informal association makes it difficult to attract donors to invest sizeable funds

• Unfriendly loan conditions in the country • Number of players representing the same

constituents and targeting the same funding • Donor dependency syndrome • Lack of proper financial engineering structure

(member payments) Services • Service Access Card is in place

• TIDO are operational • STR has been established for

COMESA • Engagement meetings are being

conducted

• No expos and fairs have been conducted • No TIDOs at all major border posts • Low uptake of existing programmes (e.g. STR)

Awareness • Local organisers in place • Good relations with security

officials

• People do not know about ZCBTA (Not visible in all areas)

• Restrictions of the Public Order and Security Act • Lack of adequate promotional materials • No clear promotional strategy • Activity based promotions • Limited Outreach programmes

Adminsitration • Strong spirit of volunteerism • Managed to keep office running • Maintained visibility and various

foras • Achieved in design of various

programmes and initiatives • Existence of a TIDO

Infrastructure

• Finances to run programmes have been inadequate

• Inadequate human resources • Lack of adequate infrastructure (Centralised

office) • Lack of cohesion in the governance structures of

the organisation

4. STRATEGY WORKINGS

4.1. Focus Goal In line with the vision and the issues facing ZCBTA as well as the environmental assumptions at the moment a focus goal for the next 3 years has been set:

“To be the leading representative body for traders in creating a conducive trading environment.”



4.2. Strategic Objectives Strategic objectives, which are critical Success Factors or drivers of the strategy and means to overcome the strategic issues, have been defined and the key results in each of these areas by 2018.

Key Areas Objective/ Critical Success Factor Key Results 2018

Business Linkages

To forge alliances and networks which deliver tangible benefits

• 1 Provincial open market / month • 1 annual regional expo • 50 local trade committees of between 10 – 20

members linked to international markets

Lobbying and Advocacy

To facilitate a conducive trade environment for traders (Traders VAT Rebate policy by 2015, STR at Beitbridge by 2015, VISA arrangement by 2015, Bulk Permits by 2015)

• 3 restrictive trade measures removed • 50% of affiliated members formalized in a

trader friendly manner. • STR for Tripartite Region (100% of region

achieved)

Membership To mobilise grass roots network of traders who are fully equipped to conduct business

• 70 Local focal persons trained as TOT • 20,000 affiliated members

Funding To be self-sustaining with ability to financially capacitate membership and self-fund own programmes

• 80% self sustainable • 100% of administrative costs must be met

internally and locally

Services Provide members with all required and relevant services (Access to loans, markets, business development support, etc.), (Sector prioritisation)

• 60% of members accessing all benefits • 100% of members with Service Access cards • 3 MOUs signed with banks • 18 Trade Events • Information desk officers at every major

border (at the 7 major borders)

Awareness Become a brand known everywhere

• 6 meetings with other CBTA associations • 100% representation at all platforms related

to Cross Border trade at all levels • 80% of all traders are aware of ZCBTA

Administration To ensure consistent compliance of properly laid down policies and procedures

• 100% up to date association records (Membership/ stakeholder database)

• 100% Up to date systems • 100% of TIDOs Fully equipped



4.3. Strategic Context: ZCBTA Operating Model Canvas In order to fully understand how ZCBTA will generate value as it seeks to achieve the focus goal, live out the mission and realise the vision, a picture of the operating model has been developed using the Business Model Canvas; the key aspects of this model are detailed below:

• ZCBTA seeks to facilitate an environment that provides Informal Cross Border Traders (ICBTs) and associated target groups such as farmers, youth, women and traders with convient trade processes that are simple, cost effective, and efficient; access to markets; access to financing and information related to cross border trade.

• ZCBTA will fullfill the propositon through relationships that are mutually beneficial and focused on the informal traders so as to work within the context of (ICBTs). The key channels to reach the ICBTs will be newletters, the newspaper, ZCBTA website, word of mouth and other social media channels such as facebook and whatsapp.

• In order to deliver this value to the ICBTs, ZCBTA will need to focus on the activities of Member Communication & mobilisation, Lobbying and Advocacy, Research, capcity Building, Mobilising Funds, Building Linkages, arranging trade exhibitions and service card administration as well as day to day administration, through the key resources of the secretariat, funds, ICTs and a member database.

• It will also be critical for ZCBTA to work with key stakehoders such as the Ministries of Micro to Small and Medium Scale enterprises and Industry and Commerce, ZIMRA, Department of Immigration, ZRP, ZimTrade, Development Organisationations, City Councils and all national working groups.

• From a cash flow perspective, ZCBTA will be funded through membership fees, donor funds amd commision fees from providing members with linkages, these funds will be used to cover key costs of secretariat staff, communication, Materials and facilities.

A graphic illustration of this operating canvas is shown below:



4.4. STRATEGY EXECUTION In line with the strategic objectives, a detailed action plan was developed for each of these to account for a number of key issues as outlined below.

• Accountability - Whose head will fall if things are not done? – only one person • Assumptions - What assumptions are we making to be able to implement this objective? • Activities and Tasks - How will we achieve the Objective & What activities will have to be performed in

implementing this Objective? • Timings - By when should each activity be undertaken or how long will it take? • Costs - What are the estimated costs for the activity or cost elements? • Responsibility - Who will do the work? • Support - Who will support the implementation of this Objective? • Key Performance Indicator - How will measure success against this Objective? • Target - What is the expected level of performance in our KPI?

Please view appendices for all the feedback on the action plans based on the 7 key strategies areas.

5. CONCLUSION The implementation of this strategy will require the concerted efforts of the ZCBTA and the various supporting stakeholders such as MoMSME and ITC. Work will still need to be done in operationalising the plan and ensuring that specific budgets are developed and responsibilities assigned to specific people with a clear process for reviewing progress against the strategy.



6. APPENDICES



6.1. Appendix A - Trade Processes CROSS BORDER TRADE PROCESS FLOW

INBOUND CROSS BORDER FORMALITIES

OUTBOUND CROSS BORDER FORMALITIES



6.2. Appendix B – Objective Implementation Plans Objective Action Plan 1

1 Focus Area BUSINESS LINKAGES Accountable ZCBTA

Objective To forge alliances and networks which deliver tangible benefits

Assumptions An Association receiving and gaining tangible benefits from its associations Willingness of other related organisations to associate and work together

Impact Increased benefits for ZCBTA members from its networks

What are our Strategies and Activities

Strategies Activities and Tasks By When Costs Responsible Support Risks

1 Conduct Monitirring and Evaluation Activities

a Setup M&E committees Dec 2016 TBD ZCBTA and partners TAC Inefficiency, Lack of M & E personnel

b Conduct evaluation meetings Quarterly $2,000 TAC ITC Lack of motivation

2 Conduct Inter-branch exchange programs

A Set-up database Mid 2016 $5,000 Secretariat IT Agents Lack of Skills

b Facilitate exchange training programs 2016 TBD Secretariat ITC, relevant agencies Lack of funding c Conduct workshops Dec2016 TBD Secretariat ITC, relevant agencies Lack of funding

3 Develop value chains a Conduct seminars and events to network 2018 TBD Secretariat MoMSME Lack of funding

b Engage formal business through direct meetings 2018 TBD Secretariat MoMSME Lack of commitment

What are the key results for 2016 - 2018

Key Performance Indicator Timing Target (2016) Target (2017) Target (2018)

• No of Provincial open market Annual 3 6 12

• Number of regional expo Annual - - 1

• No of local trade committees of between 10 – 20 members linked to international markets

Annual 20 30 50



Objective Action Plan 2

2 Focus Area LOBBYING AND ADVOCACY Accountable Secretariat

Objective To facilitate a conducive trade environment for traders (Traders VAT Rebate policy by 2015, STR at Beitbridge by 2015, VISA arrangement by 2015 ,Bulk Permits by 2015)

Assumptions A trade friendly environment will be created.

Impact Policies altered will benefit everyone in the country.



1 Assist traders to move from informal to formal(formalisation)

a Conduct adequate research and understand required procedures.

2015 $20 000 Secretariat, ITC SME, ITC Lack of funding

b Coordinate cluster activities 2018 $102 000 Secretariat ITC SME, ITC Lack of funding

c Conduct awareness campaigns 2018 $50 000 Secretariat, ITC SME, ITC Lack of funding

d Engage the government in formalization procedure. 2016 $36 000 Secretariat, ITC SME, ITC Face incorporation from government e Secure Recognituon of service access card 2016 - Secretariat, ITC SME, ITC Lack of support from partners

2 Implement policy reforms a Review and establish VAT rebate policy reform 2016 $30 000 secretariat SME, ITC Face resistance

b Establish an STR at Beitbridge 2016 $30 000 secretariat SME, ITC Face resistance

c Review visa policies and conduct reforms 2016 $30 000 secretariat SME, ITC Face incorporation

d Review and establish bulk permits/Traders rebates reforms

2016 $20 000 secretariat SME, ITC Face incorporation

e Obtain SADC STR 2018 $60 000 Secretariat SME Face incorporation What are the key results for 2016, 2017


• Number of restrictive trade measures removed. Annual 1 1 3

• Number of affiliated members formalized in a trader friendly manner. Annual 20% 30% 50%

• STR for Tripartite Region (% of region achieved) Annual 75% 90% 100%




3 Focus Area MEMBERSHIP Accountable Secretariat Objective To mobilise grass roots network of traders who are fully equipped to conduct business

Assumptions Free flowing business network Impact Louder organisational voice and stronger association structures

What are our Strategies and Activities Strategies Activities and Tasks By When Costs Responsible Support Risks 1 Establish member

communication a Establish social media platforms 2016 TBD Secretariat Network providers Shortage of qualified staff

b Establish Radio and TV channels to communicate through

June 2016 TBD Secretariat MSMEs Funds and politics

c Establish Newspapers and telecoms channels to communicate through

2018 TBD Secretariat MSMEs and telecoms businesses

Funding and politics

2

Member mobilisation

a Conduct research on how to mobilise the right individuals

2015 TBD Secretariat ITC or any other relevant agent. Lack of funding

b Conduct membership drives around the country

On-going TBD Local organisers Secretariat Lack of support and participation by members

c Setup association structures (Trade committees/Chapters) throughout all provinces

2018 $20,000 Secretariat ITC or any other relevant agent Lack of commitment and support

What are the key results for 2016, 2017 Key Performance Indicator Timing Target (2016) Target (2017) Target (2018)

• Number of local focal persons trained as TOT Annual 30 50 70 • Number of affiliated members Annual 10,000 15,000 20,000




4 Focus Area FUNDING Accountable ZCBTA Objective To be self-sustaining with ability to financially capacitate membership and self-fund own programmes Assumptions Achieve a 70% own programme funding .

Impact Build a strong financial foundation for ZCBTA What are our Strategies and Activities


1

Establish fundraising activities

a Implement a cash flow projection charge for loan seekers

December 2015 $150 Secretariat ITC or any relevant agency No loans available

b Set-up participation fees for service providers at workshops

December 2016 $200 per service provider

Secretariat Banks or any relevant agencies

Few service provider support

c Register as a mobile money transfer agent to fuel subscription payments.

2017 $3,000 Secretariat Local telcoms company Failure to register

d Conduct organised local trade expos at a charge 2018 $30,000 Secretariat MSME Lack of funding 2 Implement efficient

financial systems a Conduct compliance tests December 2015 $500 Secretariat ITC Lack of commitment b Perform systems checks January 2016 $500 Secretariat ITC Lack of commitment c Conduct financial audits March 2016 $1,200 Secretariat ITC Lack of commitment d Establish consistency in reporting 2018 $2,700 Secretariat ITC Lack of commitment

3 Establish cost cutting systems

a Conduct a cost diagnostic to identify other areas to cut costs

December 2015 - Secretariat Independent Consultants Lack of Buy in

b Reduce board meetings January 2016 - Secretariat ITC Lack of communication

c Reduce communication cost by creation of social group platform

December 2016 - Secretariat ITC Lack of commitment



• % Self Sustaining (Internal funding) Annual 40% 60% 80%

• % of administrative costs met internally and locally Monthly 50% 75% 100%




5 Focus Area SERVICES Accountable ZCBTA Objective Provide members with all required and relevant services (Access to loans, markets, business development support, etc.), (Sector prioritisation) Assumptions All ZCBTA will be able to access all the relevant services Impact Easy access to relevant services for members

What are our Strategies and Activities Strategies Activities and Tasks By When Costs Responsible Support Risks

1 Rollout the Service Aceess Card

a Establish economic literacy platforms for members

2018 $10,000 Secretariat ITC Face resistance

b Create and promote publicised material valuable to members and any other prospects

2018 $5,000 Secretariat Any relevant agency Face resistance

c Attend networking meetings 2018 $2,000 Secretariat Any relevant agency Fear of networking 2 Establish TIDOs a Establish TIDOs at designated areas. 2015 $5,000 Secretariat ITC Fear of dialogue

b Create efficient dialogues 2016 $5,000 Secretariat Any relevant agency Politics c Establish salaries for the officers 2016 $150,000 Secretariat Any relevant agency Politics

3 Establish and Implement loan facilitation

a Conduct research to find relevant facilitations that will help members

2016 TBD Secretariat ITC Face resistance

b Advertise the loans to its members and prospective individuals

2016 $3,000 Secretariat Any relevant agency Lack of funding

c Develop MOU/Negotiate with service providers 2018 TBD Secretariat Any relevant agency Face resistance What are the key results for 2016 - 2018

Key Performance Indicator Timing Target (2016) Target (2017) Target (2018) • Number of members accessing all benefits 2018 20% 40% 60%

• Number of members with Service Access cards 2018 50% 75% 100%

• Number of MOUs signed with banks 2018 1 1 3

• Number of Trade Events 2018 6 12 18 • Number of information desk officers at every major border 2018 3 5 7




6 Focus Area AWARENESS Accountable Secretariat Objective Become a brand known everywhere. Assumptions 75% of all Cross Border Traders must be our members. Impact Well-known/recognised Association.

What are our Strategies and Activities Strategies Activities and Tasks By When Costs Responsible Support Risks 1

Implement Media Awareness platforms

a Develop ZCBTA website Jan 2016 $1000 Secretariat Independent IT agent Lack of Skills b Create and maintain social media platforms Dec 2015 $150 Secretariat Independent IT Lack of social media

skills c Utilise newspapers and other paper media

platforms to communicate 2016 and on-going

TBD Secretariat MSMEs & other relevant agencies Funds and politics

d Check the analytics for every social media platform

On-going - Secretariat Independent IT agent Complacent

e Create an SMS Reporting System/ WhatsApp 2018 TBD Secretariat Network Providers Shortage of Staff f Communicate through the radio and TV 2018 TBD Secretariat MoMSMEs / Network providers Politics

2 Establish the ZCBTA Brand a Conduct campaigns for cross border trade Dec 2017 $10,000 Secretariat ITC or other relevant agencies Funds

b Conduct Awareness Workshops 2018 $10,000 Secretariat ITC and other relevant agencies Funds c Conduct exhibitions and trade fares 2018 TBD Secretariat ITC and other relevant agencies Funds

d Maintain consistent delivery to affiliated members 2018 $5,000 Secretariat ITC and other relevant agencies Funds 3 Mobilise members a Make and distribute fliers for awareness. Jun 2016 $3,000 Secretariat Relevant agencies Funds

b Reach out to flea markets Dec 2016 TBD Secretariat Relevant agencies Funds and unaccepting crowds

c Establish TIDs offices at Main Bus Terminals 2018 TBD Secretariat MoMSMEs Funds and politics d Conduct road shows 2018 TBD Secretariat Relevant agencies Funds

What are the key results for 2016 - 2018 Key Performance Indicator Timing Target (2016) Target (2017) Target (2018)

• Number of meeting with other CBTA associations Twice per year 2 2 6 • % representation at all platforms related to Cross Border trade at all levels Annual 85% 95% 100% • % of all traders are aware of ZCBTA Annual 60% 70% 80%




7 Focus Area ADMINISTRATION Accountable Secretariat Objective To ensure consistent compliance of properly laid down policies and procedures

Assumptions 100% up to date with association records, stakeholder & member database. Reduced staff turnover. Full support of all association’s functions. Perform compliance tests of our systems e.g. Accounting systems, record keeping etc.

Impact Fully functional Secretariat.


Strategies Activities and Tasks By When Costs Responsible Support Risks 1 Conduct Staff

Training a Introduce performance appraisals for all secretariat staff Nov 2015 (biannually) $10,000 Secretariat Independent agencies Subjective evaluation b Conduct a skills audit for the secretariat Nov 2015 $1,000 Secretariat Independent auditors Might face resistance c Conduct staff development programmes Feb 2016 $5,000 Secretariat Independent agencies Lack of funding

2 Set up a training of trainers programme (TOTs)

a Identify key needs (areas for TOT) Dec 2015 $2,000 Secretariat Independent Agencies Lack of funding b Identify right people to be trainers Dec 2015 $2,000 Secretariat Independent Agencies Under qualified people c Conduct training workshops for trainers Dec 2015 $2,000 Secretariat Independent Agencies Lack of funding

3 Set up an M& E Department a Develop a dedicated budget for M&E Sept 2015 $1,800 ZCBTA CA institutions Lack of funding. b Recruit dedicated M & E personnel Dec 2016 $5,000 ZCBTA Employment agency. Inappropriate personnel c Develop M& E Plan Dec 2016 - M & E Officer Secretariat & ITC No M & E Personal in place

4 Develop the Secretariats Processes and supporting IT Infrastructure

a Review of existing polices and procedures toe cover all aspects of the association and be up to date

Nov 2015 US$3000 Secretariat Independent Consultants Lack of understanding of all process areas

b Identify the key IT needs to support the associations processes & strategy

Nov 2015 US$2000 Secretariat Independent IT agent Lack of understanding of all process areas

c Develop an ICT acquisition plan Dec 2015 US$1000 Secretariat Independent IT agent Lack of IT Skills d Purchase IT equipment and software as required by the

acquisition plan On-going TBD Secretariat Independent IT agent Funding

5 Ensure appropriate Staff Welfare a Identify staff needs and ensure that these are met Nov 2015 TBD Secretariat None Lack of appreciation of all needs b Recognise outstanding staff performance in line with the

appraisal system 2016 (Annually)

TBD Secretariat None Ignorance


Key Performance Indicator Timing Target (2016) Target (2017) Target (2018) • % up to date association records (Membership/ stakeholder database) Monthly 50% 75% 100%

• Up to date systems (processes, procedures and ICTs) Monthly 50% 100% 100%

• % of TIDOs Fully Equipped Annual 50% 80% 100%



6.3. Summary of Strategic Plan



END OF DOCUMENT


Zimbabwe Cross Border Traders Association STRATEGY … · Zimbabwe Cross Border Traders Association...

Documents

Transcript of Zimbabwe Cross Border Traders Association STRATEGY … · Zimbabwe Cross Border Traders Association...